UPSC @100-Navigating Civil Services Reforms

This editorial is based on “ A 100-year journey as the guardian of meritocracy”, which was published in The Hindu on 01/10/2025. The article commemorates the UPSC’s 100-year journey, highlighting its foundational role in upholding merit, integrity, and fairness in India’s civil service recruitment while adapting to contemporary challenges and reforms.

For Prelims: Union Public Service Commission, UPSC’s Centenary Year, PRATIBHA Setu, Lee Commission (1924), Government of India Act, 1919, Government of India Act, 1935, Civil Services Board (CSB), Centralised Public Grievance Redress and Monitoring System (CPGRAMS) 

For Mains: Major Themes Commemorated During UPSC’s Centenary Year, UPSC Achievements have Shaped India’s Civil Services Landscape, Major Challenges Faced by the UPSC and Civil Services in India, Reforms to Modernise UPSC and Strengthen Civil Services in India

As the Union Public Service Commission marks a century since its inception, the story of India’s most esteemed recruitment body reflects the nation’s enduring commitment to merit, integrity, and equal opportunity. The UPSC is currently undergoing critical reforms to modernize its processes, but the bigger challenge lies beyond selection: can India transform its civil services to prioritize innovation, lateral expertise, and performance over conformity and seniority? The next century of public administration will depend not just on who enters the system, but on whether the civil services evolve into agile, accountable institutions capable of delivering governance befitting India’s aspirations as a global power.

What are the Major Themes Commemorated During UPSC’s Centenary Year? 

• Launch of a Commemorative Logo and Tagline:  The centenary celebrations included the unveiling of the new UPSC logo, reflecting the Commission’s role as a guardian of trust and continuity.  
  • At its centre is the national emblem, symbolising authority and service to the nation, encircled by a wreath of banyan leaves representing wisdom and resilience. A ribbon inscribed with “Sangh Lok Seva” reinforces the ethos of accountability and duty. 
  • The Centenary Logo complements this by representing continuity and transformation. Its wave motif signifies the UPSC’s progressive, enduring, and adaptive journey over a century, culminating in the final ‘0’ of ‘100’, where the UPSC logo rests, highlighting its centrality to every milestone in India’s administrative evolution. 
• Introduction of the PRATIBHA Setu Initiative: PRATIBHA Setu is an online platform connecting candidates who clear interviews but do not make the final selection with alternate employment opportunities in public and private sectors.  
  • This initiative reflects UPSC’s commitment to inclusive and pragmatic support for aspirants beyond examination results. 
• Digital Transformation and Technology Adoption:  The UPSC centenary year has seen the introduction of advanced digital technologies, such as face recognition for applications, and the new online portal “My UPSC Interview: From Dream to Reality.” 
  • It will ensure greater ease, security, and transparency in recruitment processes, reflecting a progressive modernisation aligned with the demands of 21st-century governance. 
• Engagement with Aspirants through Virtual Town Halls and Outreach: The Present Chairman of UPSC conducted live virtual sessions, directly interacting with thousands of UPSC aspirants across India.  
  • This first-of-its-kind engagement emphasised motivational guidance and receptiveness to aspirant concerns, reinforcing UPSC’s role as a facilitator of the ‘Indian Dream’ grounded in meritocracy. 

What is the Historical Background and Constitutional Provisions Related to the Union Public Service Commission? 

• Formation of Public Service Commissions: The Government of India Act, 1919, provided for the establishment of a Public Service Commission in India to manage recruitment and control of public services.  
  • On the recommendations of the Lee Commission (1924), the Public Service Commission was created in 1926, with Sir Ross Barker as the first Chairman. 
  • Further, the Government of India Act, 1935, established a Public Service Commission for the Federation and a Provincial Public Service Commission for each province or group of provinces.  
    • With the implementation of the Act, the Public Service Commission became the Federal Public Service Commission. 
• Post-Independence Reforms and Consolidation: On 26th January 1950, with the adoption of the Indian Constitution, the Federal Public Service Commission became the Union Public Service Commission.  
  • The Chairman and Members of the former Commission transitioned to the new body under Article 378(1) of the Constitution. 
• Constitutional Provisions: Article 312 of the Indian Constitution allows Parliament to create All India services, with recruitment handled by the UPSC. At the state level, recruitment is managed by State Public Service Commissions (SPSC). 
  • The UPSC and the SPSC are independent constitutional bodies. Articles 315 to 323 (Part XIV) of the Indian Constitution govern their composition, appointment, removal of members, and their powers and functions. 

What are the Recent Advancements and Reforms in the Indian Civil Services? 

• Mission Karmayogi: Launched to enhance the capacity and competency of civil servants, it provides continuous, personalized training on ethics, leadership, and digital skills through the iGOT-Karmayogi platform.  
  • The programme supports a shift from rule-based to role-based human resource management, allocating jobs and training based on an officer’s competencies rather than fixed rules. 
  • This initiative aims to make officers adaptive, efficient, and aligned with modern governance requirements. 
  • Additionally, National Civil Services Day celebrates exemplary officers annually, encouraging ethical governance and recognising innovations that improve public administration. 
    • Officers like Armstrong Pame, known as the “Miracle Man,” mobilised community resources to construct essential infrastructure like roads in remote Northeast India, demonstrating leadership, innovation, and public participation beyond conventional governance channels. 
• Lateral Entry Scheme: Introduced to bring in domain experts at mid and senior levels, it complements the generalist bureaucracy with specialized knowledge in critical sectors like technology, health, and the economy.  
  • This ensures that policy implementation benefits from both administrative experience and technical expertise. 
• Enhanced Focus on Digital Governance and Transparency Tools: Platforms such as e-Samiksha, CPGRAMS, and the Aspirational Districts Program leverage technology for efficient service delivery and citizen engagement.  
  • CPGRAMS alone handles over 20 lakh grievances annually, ensuring timely redressal and enhanced transparency. 
  • Civil Services’ Role in Governance Innovation and Public Service Excellence has led key governance reforms, including initiatives like Madhya Pradesh’s “Cyber Tehsil” digital land record management, which increased transparency and reduced case backlogs by 25% 
• 360-Degree Appraisal System: This system was introduced to replace the archaic Annual Confidential Report (ACR) that was often based solely on the superior's review. 
  • The 360-degree appraisal includes confidential feedback from peers, subordinates, and stakeholders, providing a more holistic and objective assessment of an officer's performance, work-related attitude, and behaviour. 
• Assistant Secretary Programme: It is an essential component of induction training for newly recruited IAS officers. 
  • Launched in 2015, the programme aims to expose young IAS officers to the Union Government’s policy-making processes and governance framework. 
  • The objective is to develop a national perspective and a citizen-centric approach among officers before they undertake field duties. 

What are the Major Issues Hindering the Effectiveness of the Indian Civil Services? 

• Political Interference Undermining Neutrality: Frequent political meddling compromises bureaucratic independence and meritocracy. 
  • For instance, Maharashtra witnessed frequent IAS officer transfers in 2023, with multiple reshuffles involving 8-10 officers at a time, highlighting political pressures impacting bureaucratic stability. 
  • A notable instance is that of Ashok Khemka, the IAS officer known for his steadfast integrity, who faced an extraordinary 57 transfers over his 34-year career.  
  • The Supreme Court’s Prakash Singh ruling (2006), emphasising UPSC consultation in appointing State Police Chiefs, is often bypassed, eroding the system’s impartiality. 
• Corruption and Administrative Inefficiency: Corruption scandals and red tape persist, slowing public service delivery.  
  • Instances like manipulation in educational appointments and grant approvals illustrate systemic inefficiencies impeded by political interference and bureaucratic inertia. 
  • The Prevention of Corruption Act (PCA), 1988, lacks a clear definition of collusive corruption, which involves secret collaboration for mutual benefit, often harming the public interest. This legal gap weakens efforts to effectively address such corruption. 
    • Article 311 offers broad protection to civil servants, often delaying action against corruption. 
• Lack of Domain-Specific Expertise: Generalist officers face difficulty managing technical portfolios like health or infrastructure.  
  • Despite lateral entry schemes introduced since 2019, only about 63 experts have joined, highlighting ongoing expertise gaps. 
• Resistance to Administrative Reforms: A survey found that many officers resist power devolution to local governments, limiting grassroots responsiveness.  
  • This resistance slows the adoption of decentralisation, vital for federal governance. 
• Vacancies and High Job Stress: Significant vacancies exist, e.g., approximately 1,500 IAS posts remain unfilled, affecting governance efficiency, especially in critical roles in Railways and law enforcement, with 20% vacancies. 
  • Officers face constant public pressure, long work hours, and emotional stress, contributing to burnout and attrition.  
    • Over the last decade, 853 Indian Revenue Service officers opted for voluntary retirement, reflecting stress and dissatisfaction factors. 
  • Limited institutional support for mental well-being exacerbates the problem. 
• Lengthy UPSC Exam Cycle and Aspirant Challenges: The UPSC exam spans over a year, with a vast syllabus and low success rates (less than 1%), causing financial and emotional strain on aspirants, potentially limiting civil service diversity and access. 
  • The low success rate fosters a "fear of failure" and a dangerous 'sunk cost fallacy' where aspirants continue preparing despite diminishing returns, simply because they've already invested years of their prime professional life. 
  • This often results in burnout, anxiety, and social isolation, representing a significant loss of human capital for the nation. 

What Reforms Can be Adopted to Strengthen Civil Services in India? 

• Introduce Fixed Tenures and Civil Services Boards: Fixed tenure norms for officers reduce political interference and arbitrary transfers, protecting bureaucratic neutrality.  
  • Ensure protection from political interference while holding civil servants accountable through clear service rules and a strong Civil Services Board (CSB). 
• Expand Lateral Entry and Domain Expertise Recruitment: Institutionalising lateral entry for mid-career experts addresses skill gaps in specialised sectors like technology, economy, and health.  
  • Currently, limited lateral hires are augmented by fresh proposals to boost diversity and expertise within the services. 
  • The 2ndAdministrative Reforms Commission (ARC), 2005 recommended lateral entry into the civil services to infuse specialised knowledge and expertise that traditional generalist officers might lack. 
    • Global Examples: The UK and Singapore civil services regularly induct professionals from academia and the private sector. 
• Enhance Capacity Building and Continuous Performance Review: Mission Karmayogi and periodic 360-degree appraisals ensure continuous skill upgradation and accountability, making officers adaptive to evolving governance demands. 
  • Both the Surendranath Committee (2003) and the Baswan Committee (2016) recommended the promotion of domain specialisation by identifying and grooming officers for sectoral leadership in areas such as health, infrastructure, and education. 
• Implement UPSC 2.0 Reforms for Exam Modernisation:  Building on proposals like those from former RBI Governor Duvvuri Subbarao, provisions related to recruitment should evolve to reduce upper age limits, limit attempts, and introduce mid-career entry points for experienced professionals in their 40s in a gradually phased manner.  
  • This reform compresses lengthy preparation cycles, saving valuable years and diversifying talent by blending youth energy with seasoned expertise. 
  • Ensure representation of women and persons with disabilities not only in entry-level but also in leadership roles 
    • Effectively implement  Initiatives like PRATIBHA Setu for Mains-qualified but unselected candidates with employment opportunities in public/private sectors recognise their merit and reduce preparation-related uncertainties. 
• Promoting Ethics and Integrity: Establish Ethics Commissions at the central and state levels to guide officers. 
  • Introduce regular modules on public service values through the National Learning Week under the Mission Karmayogi, where civil servants take an annual oath to uphold integrity, ethics, and constitutional values. 
  • Strengthen institutions like the Lokpal and, Central Vigilance Commission (CVC) to curb corruption. 
  • The 2nd ARC, 2005 recommended shifting to Article 309 for reasonable safeguards, enabling quicker disciplinary action. 
  • The UK’s Nolan Committee (1994) outlined seven core principles to guide public officials' ethical conduct, which includes selflessness, integrity, objectivity, accountability, openness, honesty, and leadership aimed at upholding ethics in public life.  
    • India must institutionalise such values to strengthen ethical standards in governance. 
• Improving Work Culture and Grievance Redressal: Foster a people-centric and service-oriented work culture. 
  • Digitise grievance redressal through platforms like Centralised Public Grievance Redress and Monitoring System (CPGRAMS), and strengthen feedback loops. 
  • Encourage innovation and risk-taking by rewarding performance and protecting against vindictive action for bona fide decisions. 
  • Ensure leveraging technology for transparency and ease, like UPSC’s new online application portals with face-recognition and real-time updates streamline candidate management and curb impersonation.  

Conclusion : 

Sardar Vallabhbhai Patel famously called civil servants the “steel frame of India,” emphasising their vital role in holding the nation’s administration together. To honour this legacy, India’s civil services must now be tempered with transparency, strengthened by reforms, and empowered to serve with integrity and adaptability. Only then can they continue to drive India’s progress as the resilient backbone of its democracy. 

Drishti Mains Question:

The civil services are often called the “steel frame” of India, holding together the administrative fabric of the nation. How can reforms ensure this steel frame remains both resilient and adaptable in the face of contemporary governance challenges? 

Frequently Asked Questions (FAQs)

Q1.How did UPSC evolve historically? 
Ans: Started in 1926 (Lee Commission), became Federal PSC in 1935, and UPSC post-1950 Constitution (Articles 315–323).

Q2.How does UPSC ensure merit and inclusivity? 
Ans: Through competitive exams, representation of SC/ST/OBC/EWS/PwBD, specialised cadres like IES/ISS, and PRATIBHA Setu.

Q3.What major challenges does UPSC face? 
Ans: Political interference, lack of expertise, corruption, vacancies, resistance to reforms, and stress.

Q4.What reforms can strengthen UPSC and civil services? 
Ans: UPSC 2.0, lateral entry, fixed tenures, Mission Karmayogi, digital processes, and ethics frameworks. 

UPSC Civil Services Examination, Previous Year Questions (PYQs)

Prelims

Q. Consider the following statements: (2015) 

1. The Executive Power of the Union of India is vested in the Prime Minister. 
2. The Prime Minister is the ex officio Chairman of the Civil Services Board. 

Which of the statements given above is/are correct?  

(a) 1 only  

(b) 2 only  

(c) Both 1 and 2  

(d) Neither 1 nor 2  

Ans: (d)

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Mains

Q.“Institutional quality is a crucial driver of economic performance”.In this context, suggest reforms in the Civil Service for strengthening democracy. (2020)